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How High-Performing Teams Stay Focused, Loyal, and All-In

Why Commitment is More Than Just Showing Up

We’ve all seen it, teams that tick all the boxes but feel like something’s missing. People meet deadlines, turn up to meetings, and do what’s asked of them. But underneath the surface? They’re disengaged, distracted, or already scanning LinkedIn for their next move.
The truth is, presence doesn’t always equal commitment. Real commitment is about going beyond the job description. It’s when people genuinely believe in the purpose of the team and are invested in its success. And in high-performing teams, that sense of commitment isn’t rare, it’s expected.
That’s why Commitment is one of the seven pillars of the Steople High-Performance Teams Model™. It’s the glue that keeps people focused, motivated, and – importantly – loyal.

What the Research Says About Commitment

Commitment is more than a warm-and-fuzzy feeling, it has tangible business impact:
  • Highly committed employees are 87% less likely to leave their organisation (Forbes).
  • Teams with strong commitment see up to 50% higher performance (Bain & Company).
  • Engaged and committed employees contribute to 21% higher profitability (Gallup).
Commitment fuels discretionary effort – that extra mile people go when they truly care. It also creates resilience, helping teams push through challenges without burning out.

What Drives Commitment in High-Performing Teams?

1️⃣ Shared Purpose: We’re in This Together
People commit to what they believe in. When a team has a compelling purpose—and each member understands how they contribute to it—commitment soars.
 How to Strengthen It: Take time to co-create or revisit the team’s purpose together. Make it visible. Talk about it often. Link it to individual roles so that everyone sees how their work matters.
 Case Study: A government team Steople worked with had been through multiple restructures. Morale was low. We helped them define a shared purpose statement, and within weeks, the team reported renewed energy and collaboration.
2️⃣ Autonomy and Ownership: Let Me Drive the Work I Believe In
Micromanagement is a commitment killer. People are more likely to go all-in when they have the freedom to make decisions, solve problems, and own outcomes.
 How to Strengthen It: Give people the space to lead their piece of the puzzle. Encourage experimentation and let them know that mistakes are part of the process, not something to fear.
 Case Study: A regional management team increased their performance by 25% after leaders began delegating real decision-making power to team leads. Confidence and commitment soared.
3️⃣ Recognition and Progress: Let Me Know I’m Making a Difference
When people feel seen and valued, their commitment deepens. But recognition isn’t just about saying thank you, it’s about linking praise to progress and showing people the impact of their work.
 How to Strengthen It: Regularly celebrate milestones (big and small), tie recognition to the team’s goals, and involve peers in acknowledging each other.
 Case Study: One client implemented monthly “impact moments” during team meetings, where members highlighted each other’s wins. Engagement increased by 40% in less than three months.

How the Steople High-Performance Teams Survey™ Helps

Commitment isn’t always visible, but it can be measured. The Steople High-Performance Teams Survey™ helps teams understand what’s really going on beneath the surface. It identifies:
✔️ How strongly team members believe in the team’s purpose
✔️ Whether individuals feel aligned, valued, and motivated
✔️ The level of ownership and follow-through across the team
These insights help leaders target the right levers to build a culture of commitment.

Final Thought: Commitment Creates Stickiness

High-performing teams aren’t just productive, they’re loyal. Commitment creates the emotional stickiness that keeps people engaged and invested. And when your best people are truly committed, they become your greatest asset and your biggest advocates.
So, here’s the challenge: What’s one thing you can do this week to deepen commitment in your team?
Curious about how committed your team really is? The Steople High-Performance Teams Survey™ gives you the data to find out and a roadmap to grow from there. Let’s talk!

How High-Performing Teams Eliminate Confusion and Maximize Impact

When Teams Struggle with Clarity, Everyone Feels It

Ever been in a meeting where people start talking in circles? Or worse, when no one takes ownership because they assume someone else will handle it? This is what happens when teams lack clarity – and it’s one of the biggest barriers to high performance.
Clarity isn’t just about job descriptions. It’s about ensuring everyone knows what they’re responsible for, how their role contributes to the bigger picture, and what success looks like. Without it, teams waste time, duplicate efforts, and miss opportunities.
This is why Clarity is a fundamental element in the Steople High-Performance Teams Model™. High-performing teams don’t just work hard – they work with purpose and precision.

The Research: Why Clarity is a Game-Changer

54% of employees say unclear expectations create unnecessary stress and confusion (McKinsey).
Teams with well-defined roles and objectives are 31% more productive (Harvard Business Review).
Employees who strongly agree that they understand their job expectations are 2.8 times more likely to be engaged at work (Gallup).
When people don’t know what’s expected of them, they either overcompensate—taking on too much—or disengage completely.

Three Core Elements of Clarity in High-Performing Teams

1️⃣ Role Clarity: Who Does What?

When roles are ambiguous, important work falls through the cracks or gets duplicated. Clarity means everyone understands their specific responsibilities and how their role connects to the team’s success.
How to Strengthen It: Conduct a role-mapping exercise, where each team member outlines their key responsibilities and identifies any overlap or gaps. This builds alignment and accountability.
Case Study: A fast-growing tech company Steople worked with struggled with constant project delays because no one knew who was responsible for decision-making. After introducing a Responsibility Assignment Matrix (RACI), productivity jumped by 35% in six months.

2️⃣ Outcome Clarity: What Does Success Look Like?

Teams can be busy without being effective. Without clear outcomes, people work hard but not necessarily on the right things. High-performing teams define what success looks like, how it’s measured, and how progress is tracked.
How to Strengthen It: Replace vague goals like “increase sales” with measurable targets like “achieve a 10% increase in sales revenue by Q4.” When everyone knows what the finish line looks like, they can focus their energy effectively.
Case Study: A leadership team Steople worked with had an annual strategy session but no follow-through. By implementing quarterly goal check-ins, execution improved by 40%, and employees reported higher confidence in their work priorities.

3️⃣ Communication Clarity: How Do We Stay Aligned?

Even if roles and outcomes are clear, teams can still fall apart if communication is inconsistent. High-performing teams establish clear channels for updates, decision-making, and feedback.
How to Strengthen It: Introduce structured weekly alignment meetings where team members provide updates on key projects, ensuring nothing gets lost in translation.
Case Study: A multinational company Steople advised struggled with information silos. After implementing a team dashboard and biweekly syncs, cross-functional collaboration improved by 50%, reducing rework and misunderstandings.

How the Steople High-Performance Teams Survey™ Helps

Many leaders assume their teams have clarity – but assumptions don’t drive performance. The Steople High-Performance Teams Survey™ provides data-driven insights into how well-aligned a team truly is, measuring:
✔️ Role clarity across functions
✔️ Team members’ understanding of shared goals
✔️ Communication effectiveness and decision-making processes
When teams measure clarity, they can improve it – fast.

Final Thought: Clarity Drives Confidence

The best teams don’t just work hard – they work with precision. Clarity removes friction, allowing teams to move faster, collaborate better, and achieve more.
So, here’s a challenge: On a scale of 1-10, how clear is your team on roles, goals, and communication? If there’s room for improvement, what’s one step you can take this week?
Drop your thoughts in the comments – We’d love to hear how your team builds clarity!
Want to measure and strengthen clarity in your team? The Steople High-Performance Teams Survey™ gives you the insights to remove roadblocks and drive performance. Let’s chat about how it can help your organisation thrive!
Arun had always been the go-to person in his team – the one who stayed late, picked up extra tasks, and kept everything running smoothly. But in recent months, his enthusiasm had faded. He no longer shared ideas in meetings. His emails were short, almost disengaged. His once-reliable presence became unpredictable – some days he was there, some days he wasn’t.
His manager assumed he was just going through a rough patch. No one realised that Arun was struggling under the weight of an unmanageable workload, unclear expectations, and a culture that silently discouraged asking for help.
Then one day, without warning, Arun handed in his resignation. The company had lost a talented, engaged employee – not because he lacked ability, but because the workplace lacked psychosocial safety.
Arun’s story isn’t rare. It’s playing out in offices, hospitals, schools, and job sites across industries. And while workplaces have made great strides in physical safety, they continue to overlook the invisible risks that can be just as damaging.

What Are Psychosocial Hazards?

For decades, workplace safety has focused on tangible dangers – faulty equipment, hazardous materials, physical injuries. But what about the hazards you can’t see?
Psychosocial hazards refer to workplace factors that negatively impact employees’ mental health, stress levels, and overall wellbeing. These risks are harder to detect, but their effects can be just as severe as physical injuries.
The most common hidden hazards include:
  • High job demands – Excessive workload, unrealistic expectations, or chronic understaffing.
  • Lack of role clarity – Employees are left confused, frustrated, and anxious when their responsibilities are unclear.
  • Workplace bullying and harassment – A culture of incivility can slowly erode confidence and mental wellbeing.
  • Poor organisational change management – Leadership decisions that create uncertainty or fear can destabilise teams.
  • Lack of leadership support – When employees don’t feel valued or heard, they disengage.
When left unaddressed, these risks don’t just harm individuals – they create ripple effects across the entire organisation.

The Business Impact of Ignoring Psychosocial Hazards

The impact of psychosocial risks extends beyond mental health concerns – it affects business performance, talent retention, and overall workplace culture.
  • Burnout and Turnover – Employees like Liam don’t just disengage – they leave, taking valuable knowledge and experience with them. The cost of replacing them can be up to 200% of their salary.
  • Reduced Productivity and Innovation – When employees feel overwhelmed or unsupported, collaboration suffers, creativity declines, and problem-solving slows.
  • Increased WorkCover Claims and Legal Risks – Psychological injury claims have surged 37% since 2017, and returning to work after a psychological injury takes four times longer than a physical one.
  • Toxic Work Cultures Take Hold – When psychosocial risks go unchecked, silence replaces trust. Employees avoid speaking up, and morale steadily declines.
Despite these consequences, many organisations still wait until a crisis hits before taking action.

Shifting from Risk Management to Culture Change

The best organisations don’t just react to workplace risks – they actively create environments where employees feel safe, supported, and engaged.
Instead of treating psychosocial risk management as a compliance exercise, they see it as an opportunity to:
✔ Foster a culture of trust and wellbeing
✔ Reduce absenteeism and turnover
✔ Improve engagement and performance
✔ Strengthen employer brand and talent retention
But this doesn’t happen overnight – it requires a strategic, long-term approach.

How Steople Helps Organisations Drive Lasting Change

At Steople, we work with businesses to identify and address hidden workplace hazards before they escalate into bigger problems.
Our approach is grounded in organisational psychology, research, and real-world experience. We don’t just help businesses comply with regulations – we help them embed meaningful change.
Our four-step process ensures organisations can assess, address, and monitor psychosocial risks effectively:
1️⃣ Discover & Engage – Uncover workplace risks through conversations, employee feedback, and organisational insights.
2️⃣ Assess – Identify psychosocial hazards using evidence-based tools and data-driven analysis.
3️⃣ Develop an Action Plan – Implement tailored strategies that address risks at individual, team, and organisational levels.
4️⃣ Implement & Monitor – Support leaders and teams in embedding long-term improvements, ensuring continued success.
When organisations take psychosocial safety seriously, they don’t just prevent burnout – they create high-performing teams and workplaces where people thrive.

Are You Addressing the Workplace Hazards You Can’t See?

Workplace safety isn’t just about avoiding physical accidents anymore – it’s about ensuring people can thrive mentally, emotionally, and professionally.
Ignoring psychosocial hazards doesn’t just put employees at risk – it damages culture, productivity, and business success.
The good news? Organisations that address these risks proactively create stronger teams, more engaged employees, and healthier workplaces.
If your workplace is ready to move beyond compliance and take proactive steps towards a healthier, high-performing workforce, Steople can help.

In episode #1 of the Leadership and Wellbeing podcast, Hayden Fricke had the privilege of speaking with Oliver Horn, CEO and Managing Director of Nutra Organics. Oliver shared his personal journey and unique strategies for achieving mind and body wellbeing, offering a wealth of wisdom for leaders striving to balance high performance with personal health.

Why Wellbeing Matters in Leadership

Effective leadership demands more than just professional expertise; it requires a healthy foundation of physical, mental, and emotional resilience. In today’s fast-paced business world, leaders often find themselves juggling multiple responsibilities, leaving little room for self-care. Oliver’s story is a testament to the power of prioritising wellbeing as a cornerstone of successful leadership.

The Shift to Vulnerable and Authentic Leadership

Early in his career, Oliver experienced the pressure to embody traditional leadership traits: control, decisiveness, and authority. However, this approach left little room for authenticity or connection. Through coaching and personal growth, he embraced vulnerability as a strength. By fostering deeper connections and creating psychologically safe spaces, Oliver transformed his leadership style, paving the way for innovation and collaboration within his teams.

Key Takeaways for Leaders

  1. Embrace Vulnerability: Leaders often feel compelled to have all the answers. Oliver discovered that sharing his challenges and being open to feedback fostered trust and authenticity.
  2. Practice Cultural Curiosity: With global experience, Oliver emphasised the importance of suspending judgment and approaching cultural differences with respect. This mindset not only enhances collaboration but also strengthens cross-cultural leadership.
  3. Combine Movement and Conversation: Traditional coaching environments can feel restrictive. Oliver found that integrating activities like walking or sharing meals during coaching sessions created a relaxed atmosphere conducive to meaningful discussions.
  4. Redefine Leadership Success: Oliver’s journey underscores the importance of self-awareness in leadership. By recognising the impact of his mindset and habits, he cultivated a healthier work-life balance, enhancing both personal and professional outcomes.

Practical Steps for Leaders

To optimise your wellbeing and leadership impact:

  • Prioritise Self-Awareness: Regularly reflect on your actions and decisions. Consider incorporating journaling or mindfulness practices into your routine.
  • Create Psychological Safety: Foster an environment where team members feel safe to express their thoughts and ideas.
  • Invest in Personal Growth: Seek coaching or mentorship opportunities to gain fresh perspectives and develop your leadership potential.
  • Balance Performance with Wellbeing: Schedule regular check-ins with yourself to assess whether your habits align with your goals and values.

Why It Matters for You

Whether you’re a CEO striving for boardroom excellence, an HR Director focused on building a thriving culture, or a Wellbeing Manager aiming to foster psychological safety, these insights can help you drive meaningful change in your leadership journey. By optimising your mind and body, you’re not just enhancing your leadership but setting the foundation for sustained personal and professional success.

Ready to Take the Next Step?

If Oliver’s insights resonate with you, take a moment to reflect on how you can integrate these strategies into your leadership approach. For more resources on leadership and wellbeing, explore the latest from Steople or tune in to the full Leadership and Wellbeing podcast episode.

Connect with Hayden:

Fusing my passion for sport and past athletic experiences with a fascination for human behaviour, I have been fortunate enough to work as a sports psychologist for the last 17 years. I quickly came to realise that my services in performance enhancement are often seen as a “nice to have” as opposed to a critical element of success. Whilst any high performing sports team, as well as a plethora of research, will tell you that the psychology of performance has a direct effect on success, this view prevails. Similarly, in the corporate world, oftentimes an organisational effectiveness (OE) strategy is viewed in a similar manner. So why is this the case when research across a number of industry sectors demonstrates direct performance benefits associated with a positive workplace culture? At the coal face, practical experience also underlines the critical nature of developing and implementing an OE strategy as a means to achieve an organisations’ potential.

Concerns around assessing return on investment are often one reason for a lack of formal OE strategies. In analysing the economic benefits, a range of Fortune 500 companies consider metrics such as:

  • turnover costs
  • employee replacement costs
  • value of employee self-care behaviours
  • development of superior selection tests
  • training levels and requirements
  • additional recruiting costs
  • increased job satisfaction and organisational commitment
  • performance levels in specific roles

Capturing and analysing such metrics can provide the evidence desired in supporting the efficacy of an OE strategy for your business.

A poignant example of an organisation that has recently developed and implemented a multifaceted OE strategy is the Arts Centre Melbourne (ACM). In 2013 ACM made a loss of $7 million, and the subsequently appointed CEO saw an opportunity for change, engaging external partners such as PeopleScape to work alongside the executive team:

“How we deliver our experiences is as important as what we deliver. We put people and culture as our number one priority for change, elevating HR to the Executive table and making it a strategic contributor. We defined our target internal culture with our senior leaders and then embedded this within all of our systems, processes and relationships. Equipping our people leaders with the skills to embrace and drive this culture became a major focus.’” – Claire Spencer, ACM CEO

Delivery of the OE strategy has resulted in a number of benefits including a significant increase in staff engagement as measured by surveys in 2015 versus 2016, the publishing of a communique to detail ACM’s purpose, vision, and values, a 97% positive customer satisfaction rating in the 2015/2016 financial year, and a return to profit generation, much generated commercially.

Perhaps your organisation does already have an OE strategy in place, but have you considered whether it addresses all of the important areas that contribute to performance? Organisations should be encouraged to consider how to recruit and select the right people for their strategy, utilising the very best assessment tools, capability frameworks and talent mapping techniques. Once part of the organisation, efforts should be made to develop individual employees through coaching, developing leadership skills and fostering positive team dynamics. In support of a positive and high performing culture, it is important to focus on employee engagement in line with personal and organisational values, and enhancement of employee wellbeing. Finally, alignment of employees with organisational strategy is vital, through career planning and development, career transition services and overall organisational design.

Furthermore, each organisation is unique, and needs to consider whether they are investing the right mix of energy, time, and budget into the overarching OE strategy; a consideration which will be dynamic. Championing a strategic rather than a reactive approach to OE can both prevent issues from occurring, as well as support optimal performance. So whilst the task of developing and implementing a tailored OE strategy for your business may appear to be a mammoth undertaking, approached systematically and incorporating tailored, evidence-based advice from OE professionals such as PeopleScape, the effort will pay dividends. “A great workplace is one in which you trust the people you work for, have pride in what you do, and enjoy the people you are working with” (Levering, 2000, p 26).